Conceptualizing and qualifying disruptive business models

Abstract

Purpose This paper aims to elaborate a set of characteristics that conceptualize and qualify a disruptive business model. Design/methodology/approach The literature on disruptive business models will be analyzed using the latent semantic analysis (LSA) technique, complemented by content analysis, to obtain a more precise qualification and conceptualization regarding disruptive business models. Findings The results found described concepts already described in the theory. However, such findings, highlighted by the LSA, bring new perspectives to the analysis of the disruptive business models, little discussed in the literature and which reveal important considerations to be made on this subject. Research limitations/implications It should be noted, about the technique used, a limitation on the choice of the number of singular values. For this to be a problem in the open literature, the authors tried to work not just with the cost-benefit ratio given the addition of each new dimension in the analysis, as well as a criterion of saturation of the terms presented. Practical implications The presentation of this set of characteristics can be used as a validation tool to identify if a business is or is not a disruptive business model by managers. Originality/value The originality of this paper is the achievement of a consolidated set of characteristics that conceptualize and qualify the disruptive business models by conducting an in-depth analysis of the literature on disruptive business models through the LSA technique, considering the difficulty of obtaining precise concepts on this subject in the literature.

Potenciais modelos de negócios disruptivos no mercado contábil: estudo de caso com empresas brasileiras

“…As disrupções nos modelos de negócios não atuam, necessariamente, na descoberta de novos produtos ou serviços, podendo agir na redefinição de produtos e serviços existentes e na forma de fornecimento aos clientes (Markides, 2006). Schiavi et al (2019) destacam, por exemplo, o impacto de tecnologias e inovações disruptivas em questões estruturais dos modelos de negócios (readequação ou criação de novas estruturas de negócios que acompanham os potenciais de tecnologias emergente no processamento ou no fornecimento de novos serviços e produtos). Por isso, para se criar, entregar e capturar valor, o modelo de negócio articula diferentes atividades e elementos empresariais.…”

“…A preocupação na organização dos elementos empresariais tem despertado o interesse de gestores para a inovação dos modelos de negócios (Schiavi, Behr, & Marcolin, 2019). Nesse sentido, os modelos de negócios disruptivos surgem para substituir os modelos existentes, adequando as estruturas organizacionais às novas tecnologias e possibilitando a oferta de produtos ou serviços de valor único ao mercado (Mitchell & Coles, 2004;Markides, 2006;Hwang & Christensen, 2008;Wu, Ma, & Shi, 2010).…”

Evaluating Disruptive Innovation Project Management Capabilities

“…Over time, the performance of disruptive technologies surpasses that of the dominant technologies and they eventually 'invade' the mainstream markets. [16] They bring a very different value proposition to the market and deliver products and services of greater simplicity, convenience, affordability and lower costs.…”

“…Over recent years, significant attention has been given to the concept of disruptive innovation within the scientific community and detailed analyses of the characteristics of this type of innovation have been carried out [4,9,10,16,47] and of the sectors that this sort of innovation affects [2,48]. According to some studies, the characteristics of disruptive innovations are as follows: At first sight they appear cheaper and simpler than the mainstream applications;…”

“…Schiavi et al [16] stated that Disruptive Business Models arise to replace existing business models, redefining what an existing product or service is and how it is delivered to customers, through new technologies and innovation processes. According to Si et al [12], Disruptive Business Model innovation focuses on building a new activity system in which new partners and activities are configured in an unprecedented way compared to existing business models.…”